A3报告A3reporttool.ppt

1、A3 系统化改进的工具 A tool for systematic improvement,成本 Cost,健康, 安全及环境 EHS,前置期 LeadTime,质量 Quality,EBS 变革模式 Change model稳定 Stabilize 正确地运用它能促进企业的改进并提高对事物的了解 The A3 can be a powerful tool; Used well it produces both Business improvements and increased insight,A3格式报告法在EBS中占有重要地位 所有改进的起点 The A3 method has a c

2、entral position in EBS - Entry to all improvements.,需要改善员工的安全问题 健康, 安全及环境 Need to improve safety issues for employees - EHS 需要提高内部的效率 成本 Need for internal efficiency - Cost 需要达到客户的要求 时间/质量 Need to meet customer demands - Time/Quality,开始任何A3工作前你必须定义你的需求, 挑战或需要解决的问题. Before starting work on any A3 you

3、 have to define your needs, challenges or problems that need to be solved.,你越明确地定义你的需求, 挑战或问题 你将越能清楚地看见这个工具的强大效能! The clearer you define your need, challenge or problem, - the clearer youll see how powerful and helpful this tool is!,问题 Problem,A3 以解决问题的科学方法为基础 A3 - Is built upon the scientific metho

4、d of problem solving,A3 连接: The A3 connects the:,原因 Cause,可能的 解决方案 Possible solution,实验 Experiment,测量 Measure,审核 Verify!,1,2,5,4,3,A3 - 是一种系统的思考方式 它的形式简化了解决过程 A3 - Is a way of thinking systematically, - The Format simplifies the solution process.,业务案例 (问题/挑战) Business Case (Problem/challenge),1,目前情形

5、 (原因分析) Current condition (cause analysis),2,目标情形 (假设) Target situation (Hypothesis),3,行动计划(实验) Action plan (Experiment),4,测量 (审核) Measurements (Verify),5,业务案例 Business Case,阐释必须实现改进的地方和原因 (策划这个业务案例的原因) Describe where and why improvements must be implemented (The reasons for working on this BC) 正确的案

6、例定义(问题) Accurate definition of the BC (problem) 目前和目标的成效 Current and target results 指定时限 Specify the timeline,2006,目标成效 Target result,这是为审核A3是否解决业务案例的必要 This is necessary in order to verify wether the A3 solved the BC,2007,目前成效 Current result,目前情形 是一项原因分析 Current Condition is a cause analysis,全面彻底地分

7、析有关业务案例的目前流程与问题 Thorough analysis of the current process and problems linked to the BC 关键问题 Key question: “我们目前为何没能达到业务案例的要求?” ”Why do we not meet the BC requirement currently?” 描述目前的情形. 涉及的人员. 绘制流程的实际运作 (亲临现场查看 - “实地,实物”) Describe the situation. Involve people. Map the process the way it really wor

8、ks (go out and see for your self, on site,- “ the actual part, the actual place”) 生产, 物料和信息流程 Process, material and information flow 对工作的组织 How work is organised 相关资料 Relevant data,重要的是得查明根本原因 它们存在何处, 以及为解决业务案例而必须改变的事项 Important to find the root causes. Where they are, and what must be changed in or

9、der to meet the BC,绘制流程 达成共识 Draw the process -Secure a common understanding,客户 Customer,客户 Customer,生产计划 Production Planning,指导员 Supervisor,若你无法绘出目前的流程 那么你对它并不了解 If you are not capable of drawing your current process, -you do not understand it,描述在解决了目前识别的原因之后我们所期望的流程运作情形 Describes the way we expect

10、 the process to work after eliminating the causes identified from the current condition 它最好是一张描述改进后的新流程要素的绘图 It should preferably be a drawing describing the important elements in the new improved process 它是一个假设, -”我们相信通过解决目前情形中的识别原因从而解决这个业务案例” It is a hypothesis, -”we believe that the BC can be met

11、 by eliminating the causes for the problems identified in the “current condition” 它阐释了行动措施将能否确认这个假设 It describes the countermeasures that will confirm or fail to confirm the hypothesis,目标 (未来) 情形 是解决方案的建议 Target (future) situation -is the solution proposal,Produksjons-,生产计划 Production planning,客户 Cu

12、stomer,7天的冻结计划 7 days frozen schedule,帮助链 Help Chain,氯化塔 Chloride Column No 1,到备用塔 To back up column,到酸罐1 To Acid tank No 1,到酸罐2 To Acid tank No 2,由酸泵4 From Acid pump 4,酸泵2 Acid pump 2,FI,氯化塔 Chloride column No 1,到主反应堆 To main reactor,酸泵2 Acid pump 2,FI,目前 Current,目标 Target,来自挪威埃肯Bremanger微硅工厂的氯化车间

13、(3线) From the Chloride factory, Silgrain Facility at Elkem Bremanger in Norway (3 lines) 一共减少了16个阀门并改进了维修过程 (第一线及预防) Total reduction of 16 valves and improved maintenance process(1st line and preventative) 每年通常需要更换阀门两次 The valves normally would have to be replaced twice a year. 预计降低维修成本 150 000 - 20

14、0 000 NOK/年 Expected maintenance cost reduction 150 000 - 200 000 NOK/year,流程图的式样选择必须以问题的类型为基础 -你可能要用若干种的式样以便确切地描述流程 The type of flow diagram must be chosen based on the type of problem, -you might need several types to describe the process properly,到主反应堆 To main reactor,到酸罐1 To Acid tank No 1,行动计划告

15、诉我们什么是必须执行的事项, 负责事项的人员及完成事项的时间! Action plan tells us what needs to be done, who is responsible for doing it and when it will be done!,系统 System,工作培训 Work Training,若无一个系统一致的行动计划的后续追踪, 通过A3分析完成的工作将无法带来期望的成效 Without a systematic and consistent follow up of the Action plan the Work done with the A3 anal

16、ysis will not give the expected results. 跟进必须保证发展, 区分优先事项, 资源调配, 必要的调整以及在贯彻计划过程中的不断学习 The Follow up must secure Progress, priorities, allocation of resources, necessary adjustments and continued learning during the plan deployment,明确地定义必须执行的事项, - 期限及负责人员, 执行“目标情形”下描述的每个行动对策 Clearly define What must

17、be done, -when and by whom, to implement each of the countermeasures described under ”Target Situation”,业务案例不明确或不完整? Unclear or incomplete business case? 我们未正确地定义问题? We did not define the problem correctly? 我们未找到问题的根本原因? We did not find the root cause of the problem? 错误理解目前的情况? (misunderstood curren

18、t condition?)未涉及到相关的人员? (did not involve the right people?) 我们的目标未能解决我们的问题? Our target did not solve our problem? 错误的假设? (Hypothesis was wrong?) 我们的行动计划不切实际? Our action plan was unrealistic? 我们在着手工作前的等待过长? (we waited too long before starting the work?)忽视了培训的需要? (neglected the need for training?) 我们未

19、对测量追踪到底? We did not follow up on our measurements?,有时我们没能达到期望的成效, - 为什么? Sometimes we dont get what we expected, - Why?,上一级A3中的某个行动点, 可作为下一级A3内的一个业务案例 One of the action points from a superior A3, Could be a business case for a second level A3.,管理层的挑战: 阐明问题, 设定期望, 亲身参与及追踪改进行动 Managements Challenge: C

20、larify, Set expectations, Self involvement and Follow-up improvement activities.,分公司 Business Unit,部门 Department,公司 Division,部门管辖范围 Area,必须发起并管理变革 Change must be sponsored and managed;,需要一个变革管理的控制环 There is a need for a change management control loop,变革管理系统的目的 The Purpose of the Change Management sy

21、stem,系统应该 The System should 是一个实际有效的管理系统 Be a practical management system 确保改进的实现 Secure the realization of improvements 监控所有改进行动的进展 Monitor the progress of all improvement activities 在初期揭露问题并使它们能被目视 Uncover and visualise problems early stage 针对要点采取纠正行动 Handle corrective actions towards the IP 协调行动

22、Coordinate activities 区分行动的优先次序 Prioritize activities,系统不应该 System should not 作为一个项目计划 Work as a “Project plan” 限制改进行动 Control the Improvement activities 监控关键的流程 Monitor Critical Processes 监控生产操作 Monitor operation activities 是错综复杂且资源密集的 Be complicated and resource intensive,视觉化的系统; 设计给工厂的领导队伍; 提供给组织的其余人员 The System should be visual; Designed for the Plant lead team; availa